1. Mastering leadership, interpersonal, and team skills

2. Competing values framework
Organizations experience competing values in terms of organizational planning and effectiveness
Should they focus on the bottom line?
Is cost cutting the most important?
What about human resources?
**Strict control can compete with creative instincts to innovate

3. Organizational tensions
Flexibility
Human relationships, morale
Flexibility and innovation
Internal Orientation
External Orientation
Hierarchy, stability, control
Productivity, efficiency, the bottom line
Control

4. The most difficult part of being a manager
All of these goals are important, and must be balanced
Great leaders are effective at balancing each of these
The Competing Values framework can distinguish Manager/Leader roles in an organization

5. Leadership roles Yellow Collaborate Do things together Green Create
Do things first
Red
Control
Do things right
Blue
Compete
Do things fast

6. Yellow – collaborative roles
Facilitator – encourages teamwork and cohesiveness, manages conflict
Mentor – linked with commitment and morale, helpfulness and approachability, caring and empathy
Green – creative roles
Innovator -- innovation and adaptation, facilitates change
Broker – persuasive, influential, powerful, obtaining external resources
Blue – competitive roles
Producer – productivity and accomplishment, task-oriented and motivational
Director – direction and goal clarity, planning and goal setting, sets objectives/expectations
Red – control roles
Coordinator – structure, schedules, organizes, coordinates, logistics and housekeeping
Monitor – checks on performance, handles paperwork